A look at the effect of the capability maturity model integration (CMMI) on project management.
This paper examines how organizations are often seeking novel technological approaches that can be naturally incorporated into older versions in order to gain acceptance and compare the additional attributes offer by the newer framework. It looks at how, in such a paradigm shift, the capability maturity model or as it is popularly defined, CMM, offers a unique way to assess the maturity (i.e., the strength) of the processes used by any enterprise to develop and support its information systems.
“For the past few decades, various case studies have been undertaken and research shows considerable progress in product quality and cost effective delivery that accompany corresponding improvement in process discipline within the organization by implementation of an effective CMMI application. (Lipke and Butler, 1992) In brief, it can be stated as the systematic use of software assets to assemble, instantiate, generate, or modify the multiple products that constitute a product line. Constructing a new product or a system becomes more a matter of assembly or generation than creation. Hence it can be said that for every software product line, there is an already guide, called a production plan, which specifies the precise product building approach. Underlying on the principles of Lipke et al. further research study on the effect of CMMI over the Project Management Module serves as a two-fold purpose: a) to provide preliminary results about CMMI impact and b) to explain current and upcoming work in this area.”